Wednesday, July 18, 2012

This blog entry is more than of a little essay than a blog posting, the question I am trying to answer is what are my key learnings in managing software development.
Software development management is about achieving business success, as well as team and individual success, by leveraging skills and process while focusing on productivity and learning. I know this because I have experienced it and applied it as developer, architect, product owner, project management, scrum master, development manager and CTO.
Software development is a self-sustained process: much of what needs to be done depends on what has been done, much of future productivity depends on existing team culture and past investments. It is when starting up greenfield software projects that this “chicken and egg” nature of development is especially noticeable, developers starting in completely new domains are often acutely aware of what they do not know. They may not know, for example, who are their users, what are their requirements, what architecture to use, how they will test their deliverable, or which third party technology to use. The team itself may not know how to work together, nor how to best invest their efforts to keep productivity high. The sad story is that many development projects fail because they go too far into these “uncharted territories of knowledge. The good story is that applying a good process with enough experienced people will help you stay away from taking unmanageable risk.
Good developers are naturally top of my list of what makes a good development team; Developers bring dexterity of “thinking in code” and also bring broader application and work culture experience with them. You would be surprised how much bad experience a developer can acquire, so beware how you build your team. My experience is that observing a developer working out a solution gives you the best insight of the technical skills they have acquired, as well as their cultural skills; Therefore to hire developers, I prefer case interviews with real coding tasks, while making sure that there is enough people presence and open items to push the candidates to interact and show their soft skills.
Most developers are grown up enough to manage themselves… most of the time. Therefore, although I have run waterfall processes, I really recommend agile development because it gives developers their independence while regularly confronting them with the realities of “the real world”. A key role to help them in this process of “confronting the facts”, is the requirement manager (e.g. product owner). He/she brings analytical domain expertise but also the product evangelism that aligns the development team around the product features. Getting people to agree is much easier when they already agree about something; Therefore, having your teams agree with your requirement managers makes it much easier for them to agree “together” on how they will design, build and test software. My experience, as product owner in a high frequency derivatives trading environment, is that the biggest challenge in product management is aligning commercial expectations and development throughput. That brings up the subject of a development’s team productivity and good places to look for it are in architecture, QA and build management.
Architecture, quality assurance, and build management are magical ingredients to software development: get them right and you rarely need to revisit them, but get them wrong, and they will drag you through hell, especially hell of lost productivity, productivity that often makes the difference between success and failure. One thing these three development processes have in common is that they are not needed to start development. Another is that they are best managed as a “coordinated” solution across development, and not as an assembly of different solutions: you want to have one build management, one architecture, one notion of QA. That does not necessarily mean one “uniform” solution, good solutions often have a granularity of diversity, but there is an optimal balance of overall cohesion versus local choices. And that is what make these particularly tricky to manage, both as a team effort and as part of development management.

There are two key understanding in team management, independently whether it is a top-down style of management or a self-managed team: The first is very tight relation between what can be changed and what should not be changed, the second is the importance of sharing knowledge and beliefs among all team members. I will not dig deeper in the importance of sharing, there is no notion of team without it, yet first is crucial to understand how to manage cross team activities, especially with regards to productivity. The reasoning is as follows:

To improve productivity it makes sense to change things; It makes sense that you look for a better architecture (e.g. refactor designs), a better build system (e.g. bring in a new tool), a better test coverage (e.g. new tests).

Yet making changes makes less sense when near optimum productivity.

The consequence of this is that your number one mission as a development manager is to help your teams track their productivity, stay aligned around their commitments (e.g. encourage discipline and hard work!), and that they maintain a common and realistic notion of “optimality”. Achieve this, and your development team will know what to change and when to make changes. They will decide if it is worth investing to improve the architecture, the build system or the QA.

Pain point in all of this is achieving that REALISTIC notion of optimality, and getting agreement around a “discount factor” for sustainability, no everything should be 100% sustainable. Give your requirement management the mission to evangelize all with their product oriented view of realism. Getting the right balance in what is sustainable and not really depends on your budget!